莱卢：从各个角度来看，我都相信这一切只是开始
2018年11月 中国，上海 第二届组织进化年会
《重塑组织》 的作者 Frederic Laloux 将亲临现场，给大家分享如何重塑组织的洞见。
从各个角度来看，
我都相信这一切只是开始
In Many Ways, I Believe This is All Just the Beginning
2018年7月5日
July 5, 2018
《EE杂志》（Enlivening Edge Magazine）引言：
Introduction by EE Magazine:
近日，弗雷德里克·莱卢特意花时间通过一场丰富的自我访谈，回答了很多由来已久的问题。下文是《EE杂志》对该访谈的摘选，仅选取了部分重点问题，并略加编辑，访谈全文的内容要更为全面详细，值得大家花时间一读。
Recently, Frederic Laloux took the time to answer many of the questions he receives, via doing a rich and long-overdue self-interview. This below from EE Magazine contains just lightly-edited excerpts, picking out some of the highlights. The full article has much more detail and is well worth taking the time to read.
问题：《重塑组织》出版已经有几年，这期间都发生了什么事，可否分享一下您个人的看法？
Q: Reinventing Organizations came out a few years ago. Can you share, from your perspective, what has happened since?
对于这个问题，最本质的答案也许应该是：我认为这本书改变了很多领域的对话模式，之前人们谈的是对管理不力的无可奈何，如今人们谈的却是各种可能性。我觉得这是这本书最大的贡献——对很多人而言，问题不再是“我们该如何解决组织中的这样或那样的问题？”而是“哇哦，我们可以采纳这种全新的组织架构和运营模式吗？”
Perhaps the most essential answer is this: I believe the book has shifted the conversation, in many circles, from the frustration with all that is broken in management to a conversation of possibility. I think that’s the biggest contribution of the book overall— for many people, the question is no longer How can we fix this or that issue we have in our organization? Instead the question becomes Wow, could we adopt this whole new way to structure and run our organization?
问题：这些组织在进行怎样的转变呢？进展如何？
Q: What kind of shifts do these organizations do? And how does it unfold?
人们最经常提到的（很可能是因为这是最引人注目的转变）便是这些组织采取的面向自组织的各种举措。我们时常可以看到自组织的卓著效果。同事的潜能之花盛开；利润率和生产力不断创出新高。很多鬼扯、权力游戏、无用会议悉数消失。在大型组织中，发生这样的变化需要更长时间。在这类组织里，你会看到有些领域的转型进展迅速，取得不俗成效，但是同时也会与组织的其他部分产生摩擦。
What people mention most often, probably because it is the most striking change, are the steps they are taking towards self-management. And as is often the case with self-management, the results can be stellar. Colleagues blossom; profitability and productivity go through the roof. So much of the BS, the power games, the useless meetings simply disappear. In larger organizations, this takes more time. What you see are pockets that go really fast and achieve great results, but they also experience frictions with the rest of the organization.
问题：很多人都把《重塑组织》当成一场运动来谈。你也这么认为吗？还是说到头来这不过是另一股来了又走的潮流而已？
Q: Many people talk about Reinventing Organizations as a movement. Do you think about it in those terms too—a movement? Or could it turn out to be a fad?
谈到运动，我们可能会狭隘地只围绕《重塑组织》来思考，但我更喜欢放宽视野来看。这一领域正在酝酿很多新事物！围绕敏捷正在出现各种新模式，围绕“觉醒资本主义”正在形成很多社区，还包括U.lab实验室、响应式组织（ResponsiveOrg）、合弄制、全民共治、法国的自由企业运动等等。空气中弥漫着一种东西，《重塑组织》既是其中的一部分，很希望成为一种催化剂。
When we speak about a movement, we can think narrowly around Reinventing Organizations. But I like to look at it more broadly. Much is brewing in the field! There is everything happening around agile; there are communities forming around Conscious Capitalism, uLab, ResponsiveOrg, Holacracy, Sociocracy; in France there is a movement of entreprises libérées. … There is something in the air that Reinventing Organizations is both a part of and hopefully a catalyst for.
问题：为什么这本书会让人产生如此强烈的共鸣？
Q: What makes the book resonate so deeply with people?
这其中的一个原因当然和组织中存在的大量难言的痛苦有关。很多经理人都在疲于应付一种他们已不再相信的游戏，很多医生、护士、教师和管理者在这样的组织中奄奄一息，他们不断重复着按部就班的动作，而实际上安排给他们做的工作毫无意义可言，有时甚至还让人觉得受到了冒犯。
One reason certainly has to do with the amount of unspoken pain there is in organizations. So many executives are exhausted by playing a game they no longer believe in. So many doctors, nurses, teachers, and administrators are hanging in there by a thread. They continue going through the motions even though what is asked of them makes no sense and sometimes feels offensive.
但是因为没有人谈论这一点，很多人到头来会认为是自己出了问题。当意识到并不是他们疯了，而是现有的系统已经岌岌可危，这应该会令人感到无比释然吧。
But because no one talks about this, many people end up believing something is wrong with them. It seems to be a huge relief to realize that it’s not them who are crazy, but the current system that has been pushed beyond its limits.
问题：这本书大获成功对你个人有什么影响？这本书出版后，你的生活都有了哪些改变？
Q: How has the success of the book impacted you? What has changed for you since the book came out?
哦，这要从很多角度来看。从一方面看，我的生活并没有太大变化。在出书前的好几年里，我就从内心深处认识到：我要过相对简单的生活，以家庭为中心，事业发达或功成名就对我而言并不是特别重要。我从来就不是一个雄心勃勃的人，并不想所谓的“成就大业”。所以，出书以后，我继续过着简单的生活。我搬到了这个美妙的生态村，享受着好的社区氛围，大多数时间都在陪伴我的两个幼子。
Oh, there are many layers to this. From one perspective, my life hasn’t changed much at all. A few years before the book came out, I understood, at some deep level, that I’m meant to live a pretty simple life centered around my family, and that making a career or being successful wasn’t very important to me. I’ve never been a very ambitious person, in the sense of “making it big.” So I continue living a simple life, spending lots of time with my two young children, surrounded by nature and community in this wonderful ecovillage I moved to.
从深层意义上讲，《重塑组织》的出版就像是上天赐予我的祝福。说真的，纷至沓来的电子邮件和源源不断的邀请时常令我觉得不堪重负。但是，看到自己的书能够引起那么多人的强烈共鸣，大多数时候我都觉得幸莫大焉。通过这本书，我还结识了很多精彩的人。我过去四年遇到的美好的人比我此前四十年遇到的还要多。
At a deeper level, Reinventing Organizations has been a blessing. Truth be told, there have been long stretches where I’ve felt overwhelmed with the email overload and the never-ending requests for my time. But mostly, it’s been a wonderful privilege to see a piece of work I’ve done resonate so much with so many people. I’ve also met many wonderful people through the book. I feel I’ve met more beautiful people in the last four years than in the previous forty years of my life.
从更深层意义上讲，我觉得大家对这本书的接受给了我一种内在安宁感、自信心和深深的满足感。多年来，我一直感到一种微妙的张力：我的性格不属于雄心勃勃的那种，但是我时常感到自己身上有些尚未发挥的能量，觉得自己可以贡献点什么，只是我不知道那到底是什么，不知道该如何释放这种能量。写这本书让我接触到很多人，我的张力也迎刃而解——就好像我已经完成自己要做的那件事，我已经做出了自己的贡献，现在该由他人接过接力棒继续前进了。
At an even deeper level, I believe the book’s reception has given me a certain sense of inner peace, of self-confidence, of fundamental okay-ness. For years, I’ve felt a very subtle tension: I’m not ambitious by temperament, and yet there was often this sense that there was some energy in me that wasn’t properly used, something I could contribute, but I didn’t know how or what it would be. This work reaching so many people has resolved that tension—it’s as if I feel I’ve done my thing, I’ve done my contribution; now it’s up to others to run with it.
我还学会了委婉地说“不”。对我而言，学会说不并非易事。但是很快我就发现自己别无选择，因为我收到了太多的演讲或咨询邀请，以至于自己不得不学会说“不”。现在，我感受到内心有一个部分非常安定，能够照顾到自己的需要，能够让我不必带有歉意，以一种简单而又富有同情心的方式说“不”。这是一种很有力量的感觉。
I’ve also learned to say “no” in a graceful way. For me, that was a big thing to learn. But quickly, I had no choice because I got so many requests for talks or consulting that I had to learn. There is a part of me now that feels really centered, that can stand up for my needs and say “no” without apologizing, in a simple and compassionate way. It’s a powerful feeling.
问题：你为什么很少出来做演讲呢？
Q: Why are you giving so few talks?
因为我很少接受演讲或访谈邀请，有些人会认为我是那种不喜欢出现在公众视野中的隐士。事实上，我非常喜欢上台演讲，也喜欢与人会面。当然，我出头露面越少，大家对我的兴趣就越浓。有一次，我在巴黎安排了一场演讲，900张昂贵门票一天之内便售罄。后来我又在布鲁塞尔做了一次演讲，500张门票在短短4小时内被一抢而光。我觉得自己就像是一个摇滚巨星！
Because I accept almost no talks or interviews, some people have come to believe that I must be some kind of recluse who doesn’t like to be in public (laugh), when really I have a blast being on stage or meeting people. And of course, the less I’m out there, the bigger the interest. When I was scheduled to give a talk in Paris, the nine hundred rather expensive seats sold out in just over a day. And for a talk later in Brussels, all five hundred seats were snapped up in just four hours. I felt like a rock star (laugh)!
问题：那么，不管有没有你，你觉得接下来的发展趋势会怎样？
Q: So, with or without you, what do you feel is coming up?
这本书在美国的确取得了一定的成功，但是和它在一些欧洲国家的风靡程度相比尚有差距。我觉得观察美国这边的事态发展会是很有趣的一件事，我猜美国这边“公司一心只关注股东和利润”的氛围特别浓郁，如果《重塑组织》一书能够有助改变这个氛围，我自是求之不得。
The book has been really successful in the US, but not yet at the pervasive level it has attained in some countries in Europe. I think it’s going to be interesting to see how things unfold. I guess the narrative here in the US that business is and should be only about shareholders and profit is particularly strong, and I’d love it if Reinventing Organizations could participate in shifting that story.
你可能听说过我最近发起的一个新项目。这是一个视频系列，叫做“旅程中的洞见”。自从这本书出版后，我没做过什么正式的咨询，不过，我和那些已经着手重塑自身组织的领导者进行过很多有趣的交流。
On a personal level, you might have heard about the new project I just launched. It’s a video series called Insights for the Journey. I haven’t done any formal consulting since the book came out, but I’ve had really interesting conversations every once in a while with leaders who have gone on a journey to reinvent their organizations.
在对话的过程中，我发现了很多规律性的东西：哪些东西管用，哪些东西不管用，很多组织遇到的典型陷阱，哪些东西需要我们摒弃以往的认知，哪些东西需要我们重新认识……有时我会发现自己的笔记本里写满了我想要与大家分享的观点。
Across these conversations, I found a number of patterns emerging: things that work and things that don’t, typical pitfalls many organizations discover, things we are called to unlearn and relearn. … At some point, I found my notebook full of insights I felt like sharing.
在此澄清一下，该视频系列并非对原书内容的重新改编。在书里，我试图回答这样一个问题：我们能否用一种前所未有的新方式运营组织呢？现在我知道，答案是大写的“能！”。
Just to be clear, the video series is not a rehash of the content of the book. In the book, I tried to answer the question: Is it possible to run organizations in a whole new way? I now know the answer to be an emphatic “Yes!”
既然如此，那么另一个问题来了：我们该怎么做呢？我们如何对现有组织进行脱胎换骨般的重塑呢？这是一个全新的需要探索的领域，我们还有太多的东西需要学习。我想借助该视频系列分享一些我内心涌现出来的答案，希望能够抛砖引玉，鼓励其他人也来分享他们的洞见。
Since then, a new question has emerged: So how do we do it? How do we reinvent an existing organization in such fundamental ways? That’s a whole new field of inquiry that’s opening up, in which we are all still very much learning. The video series is my way of sharing emerging answers, in the hope that it will entice other people to share their emerging insights too.
https://v.qq.com/txp/iframe/player.html?vid=f0754x0yerl&width=500&height=375&auto=0
莱卢《重塑组织》短视频系列之直面恐惧
源自http://www.enliveningedge.org/teal-buzz/many-ways-believe-this-all-just-beginning
翻译：李娜；译校：陆维东
莱卢《重塑组织》短视频系列之直面恐惧由青色自组织团队翻译并字幕制作